Mit business plan competition 2012 nissan

They were also able to secure air freight out of Japan so they could get critical parts out of the country faster and mitigate the reduction of in-transit stocks. About Nissan Nissan Motor Co.

In particular, Nissan suffered damage to six production facilities and about 50 of its critical suppliers were impaired. While Honda was partly insulated due to its large localized U.

Management recognized that the non-Japanese operations would want information, but the effort to provide it would be a distraction to those on the ground handling the crisis. It focused on identifying and analyzing risks as early as possible, and planning and rapidly implementing countermeasures.

Management closely considered in-stock and in-transit inventory within their network and slowed production upstream and downstream of anticipated bottlenecks. Development of a more robust supply chain and comprehensive risk management are imperative in making our business more sustainable.

The European regional team worked closely with the Japan side to share information about the status of the Japan-sourced parts supply, swiftly reflecting these updates in the regional supply side. Fuel economy is of particular concern to proprietor Jeff Wheeler, who admits "at 14 mpg, our current vehicle makes it hard for us to have a successful business, let alone be able to provide enough income to allow for more charity work.

The entries were judged based on the following criteria with weighting of criteria listed as a percentage in parentheses: The rapid appreciation of the yen after agreements made at the G-5 meeting in September led to further expansion of foreign production in both advanced and developing countries.

This contest, which ran from March 27 through July 1, asked entrants to provide modification ideas for a Nissan NV Compact Cargo van to make it the perfect vehicle for their business. This clarity of purpose and responsibility engenders confidence and decisiveness both of which are crucial to disaster recovery.

One example of this is the localization strategy we have been pursuing to better balance our manufacturing and sourcing footprint to our sales footprint.

This meant that management had as many as 20 days to identify how to access alternative supplies of critical components. What else could Nissan have done to prepare for and respond to the disaster?

Our supply chain requires rehabilitation. See Exhibit 3 for financial performance. Allocating supply - Given the capacity constraints in the weeks and months after the disaster, and the dependencies that existed across the Nissan operational network, allocation of component parts was critical.

The company adopted a build-to-stock strategy for just a few SKUs in each model and a build-to-order strategy for the rest.

This experience has instructed us in the necessity of an actionable BCP business continuity plan that encompasses all our suppliers, including those in the second and third tiers. In Nissan was rescued from impending bankruptcy by Renault who put in place a revitalized management team led by Carlos Ghosn.

A Recovery Committee was established to coordinate the global recovery actions, in particular the work of optimizing the entire supply chain. Management believed that this strategy had not only helped it to simplify its operations and product offerings, but it actually contributed to a significant increase in sales.

Declines in Japanese production impacted product availability in those export markets. The company established a dedicated risk management function which was responsible for these activities.

For example, the lead-time for ocean transport from Japan to the west coast of the United States was 15 days, plus five days to move material to plants in Tennessee and Mississippi. They currently use a Nissan Murano for their deliveries, which "has all the main features we need to deliver basic orders," but is ill-equipped to handle those that are "bigger, more fragile and complex.Nissan released its fourth midterm plan, a five-year business plan called "NISSAN GT ," which covered the period from April 1,to March 31, Nissan is dedicated to improving the environment under the Nissan Green Program and has been recognized as an ENERGY STAR® Partner of the Year in, and by the U.S Environmental Protection Agency.

The concept of global strategy has become prominent in the international business and management literature in the s. The aims of our paper are to render in brief the concept of global strategy and to highlight some of the main features of Nissan's strategy.

Nissan Leaf U.S. Marketing Plan Mike Pasley. marketing plan will narrow down consumers and find our niche in the new category of until other fully electric vehicles come out in late and throughout The Volt and LEAF will be marketed to very different consumers.

LAUNCH. MIT Launch is a comprehensive business plan competition in which teams compete to plan and prepare their venture for the marketplace. Semi-finalists are expected to present not just prototypes but full business plans.